• Journal of Korean Academy of Nursing Administration
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• v.14 no.4
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• pp.448-457
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• 2008

Purpose: This study examines how the types of organizational culture at a public health center affect job satisfaction and organization commitment of nurses. Method: The study selected 139 nurses from six public health centers located in G city, J province as subjects. The data was collected from April 1 to May 31 in 2008. Result: In regard to type of organizational culture had significant correlation with both job satisfaction and organization commitment, job satisfaction and organization commitment also showed high correlation. Concerning type of organizational culture, two variables of affiliated culture and innovative culture explained 26.3% of job satisfaction and 29.3% of organization commitment. Conclusion: The job satisfaction and organization commitment of nurses varied according to types of organizational culture of a public health center, and showed high correlation. The more affiliated and innovative the organizational culture was, the higher job satisfaction and organization commitment turned out. Therefore, it is advisable to develop a strategy that systematically creates a affiliated and innovative organizational culture that pays attention to goal achievement of the nurse.

• Korea Journal of Hospital Management
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• v.24 no.2
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• pp.38-55
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• 2019

Purpose / Approach : This study aims to analyze the level of public service motivation and its antecedents by using survey data of 1,498 professional employees in public and private hospitals. Findings : Among job-related, organization-related, and socialization-related factors of professional employees, the socialization factors have a strong effect on individual's overall and the four sub-dimensions of public service motivation. While the effect of organizational identification is prominent in the public hospital, professional identification is more powerful in the private hospital. Person-job fit and person-organizational value fit also play a significant role in determining public service motivation. Organizational vision salience in public hospital has negative effect on public service motivation and attraction-to-public-service dimension. The significant determinants and its effect size are different according to hospital type and each sub-dimension of public service motivation. Practical Implications : The empirical findings show that individual's level of public service motivation in hospitals could be enhanced through the interaction between individual and their organization, and various organization-related factors. Further implications of the study are discussed from human resource management perspective in hospitals.

• Journal of The Korea Institute of Healthcare Architecture
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• v.22 no.1
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• pp.51-61
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• 2016

Purpose: To improve and establish functions for public health centers in rural public, an analysis will be done on arrangement plan and area by function for public health centers in farming and fishing villages. After finding out this relationship and architectural characteristics, spatial organization and area ratio for providing efficient medical service and the relationship between the two will be examined. Methods: 8 of them were selected and site visit and interview with the person in charge were conducted to investigate the current status. The drawings collected for analysis were input as CAD data and schematized. The relationship between the arrangement type and area for the public health centers in farming and fishing villages was analyzed and based on this, an analysis was done on agricultural scale and characteristics, and putting these analyzed results together, an appropriate method of improvement was proposed for spatial organization by function for public health centers in farming and fishing villages and to provide efficient service. Results: Firstly, the Plan types found in the public health centers in farming and fishing villages could be classified into three including single-type, multiple-type and radial-type. Secondly, according to an analysis of areas by function, in the case of treatment function, there was a difference in the area ration for selective treatment. This ratio is considered to be greatly influenced by the project each public health center focuses on. Thirdly, I could become aware of the relationship between spatial organization and area ratio based on the analysis of arrangement and area derived above. Implication: As the data to refer to in future research on spatial organization for public health centers, if the object of analysis becomes more expanded and investigated, it will be utilized in detail for spatial planning of public health centers, thereby being expected to contribute to more efficient and qualitatively enhanced medical service provided by public health centers.

• Health Policy and Management
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• v.22 no.1
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• pp.1-28
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• 2012

Since its establishment in 1948, World Health Organization (WHO) has tried and facilitated international cooperation of public health under the goal of "the highest attainable health," and gained outcomes like the eradication of smallpox and polio, turning itself into the representative of international public health. However, there was discord between member nations during the cold war era, and the status of WHO experienced rise and fall after its establishment. WHO, the representative international health organization, also has not been freed from influences from international regime changes, which means that the discussion on the internal causes of WHO functionings should be expanded more. In this study, functionalism was tested as one of international relations theory that tries to explain the establishment and role of WHO. Especially, this study analyzed the problems and problem-solving process that WHO had to face by using Imber's five steps theory that arranged chronologically the theory of Mitrany. We mainly investigated the secondary source that described historic facts on the rise and fall of WHO in terms of roles and functionings during establishment of WHO, the cold war era, and international cooperation of public health. The roles of WHO were analyzed by selecting the gains of WHO in the post cold war era. The functionalism arrangement of Imber was appropriate to some extent in explaining the establishment and role of WHO. The first step was International Sanitary Conference in 1851 that made nations to recognize international cooperation of public health, and the second step was the establishment of WHO that handles public health as an international organization. Recent cases of the Framework Convention on Tobacco Control and International Health Regulations showed that each nation agreed with an international norm that they had to cooperate each other to tackle infectious diseases and smoking, and this implies that these were emergence of global governance. This process was the third step of Imber's theory (nations had a gain from international cooperation would agree with the expansion of authority of international organization). However, the last two steps of the theory are still not realized. The partial success of WHO was based on the functional elements that WHO deals with non-political elements, human resources centering on professionals, and democratic decision making process. This essential and non-political characteristics mean that necessity of international cooperation catalyzed by WHO would continue despite of the global governance era when global health governance get faced more challenges.

• Journal of Preventive Medicine and Public Health
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• v.56 no.3
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• pp.272-281
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• 2023

Objectives: Young mothers are vulnerable to postpartum depression due to role transition-related stress. Understanding the causes underlying these stressors is essential for developing effective interventions. Methods: This study analyzed the 2018 Indonesian Basic Health Research data. The Mini International Neuropsychiatric Interview was used to assess postpartum depression symptoms in mothers aged 15-24 years with infants aged 0-6 months. In 1285 subjects, the risk factors for postpartum depression were evaluated using multivariate logistic regression. Results: The overall prevalence of depression in the 6 months postpartum was 4.0%, with a higher prevalence in urban areas (5.7%) than in rural areas (2.9%). Urban and rural young mothers showed distinct postpartum depression risk factors. In urban areas, living without a husband (odds ratio [OR], 3.82; 95% confidence interval [CI], 1.24 to 11.76), experiencing preterm birth (OR, 4.67; 95% CI, 1.50 to 14.50), having pregnancy complications (OR, 3.03; 95% CI, 1.20 to 7.66), and having postpartum complications (OR, 5.23; 95% CI, 1.98 to 13.80) were associated with a higher risk of postpartum depression. In rural areas, postpartum depression was significantly associated with a smaller household size (OR, 3.22; 95% CI, 1.00 to 10.38), unwanted pregnancy (OR, 4.40; 95% CI, 1.15 to 16.86), and pregnancy complications (OR, 3.41; 95% CI, 1.31 to 8.88). Conclusions: In both urban and rural contexts, postpartum depression relates to the availability of others to accompany young mothers throughout the postpartum period and offer support with reproductive issues. Support from the family and the healthcare system is essential to young mothers' mental health. The healthcare system needs to involve families to support young mothers' mental health from pregnancy until the postpartum period.

• Journal of Preventive Medicine and Public Health
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• v.19 no.1 s.19
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• pp.1-15
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• 1986

• Research in Community and Public Health Nursing
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• v.15 no.2
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• pp.187-196
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• 2004

Purpose: The purposes of this study are: to evaluate the effectiveness of organizations engaged in MCH programs; and to suggest the executive organizational system of maternal and child health (MCH) services linked to HP services at public health centers. Method: This study analyzes data on the present conditions and evaluates the organizational effectiveness of MCH workers at public health centers nationwide. The organizational effectiveness of MCH organization is assessed by MCH workers. Finally, this study seeks to obtain consensus among experts in the field of MCH. Result: The results are as follows. Of public health centers, 61.9% have a MCH organization for their MCH programs. For the other 38.2%, MCH services are undertaken by HP organization. Executive organizational systems for MCH services at leading MCH health centers are classified into three types: Type I (provides MCH and HP services through MCH organizations); Type II (provides MCH and HP Services through HP organizations) ; and Type III (provides MCH services through MCH organizations and HP services through HP organizations). The evaluation of the organizational effectiveness of MCH organizations shows that Type II is the most effective in terms of teamwork, autonomy, service quality and resource utilization. Conclusion: This study suggests that executive organizations for MCH and HP services for women and children should be established in accordance with lifetime health programs in order for public health centers to utilize the limited MCH and HP resources efficiently.

• Journal of the Korea Convergence Society
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• v.2 no.1
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• pp.37-44
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• 2011

In accordance with the analysis results on the questionnaires about the awareness of employees according to positions and educational backgrounds in a public health organization, this thesis suggests the basic data on the purpose of the efficient operation and improvement of working environment in a public health organization. Two answers of the questions that "there is a possibility for promotion in the organization" and "the unit section in organization which I work for has a well-designed structure of organization" showed respectively high points in the questionnaire. On the other hand, three questions like there is a resonable way to bind the organization up, completed mission and rewards are connected, and my salary is fit for the current mission showed high points among the questions about the awareness on the organization according to the positions.

• Journal of Preventive Medicine and Public Health
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• v.53 no.4
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• pp.236-244
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• 2020

Objectives: Although the World Health Organization (WHO) initiative "My 5 Moments for Hand Hygiene" has been lauded as effective in preventing hospital-associated infections, little is known about healthcare workers (HCWs)' hand hygiene behavior. In this study, we sought to assess knowledge and attitudes towards the concepts in this initiative, as well as associated factors, among Vietnamese HCWs at a general hospital. Methods: A structured questionnaire was administered to HCWs at a central Vietnamese general hospital in 2015. Multiple logistic regression analysis was used to identify factors associated with HCWs' knowledge and attitudes towards hand hygiene. Results: Of 120 respondents, 65.8% and 67.5% demonstrated appropriate knowledge and a positive attitude, respectively, regarding all 5 hand hygiene moments. Logistic regression indicated better knowledge of hand hygiene in workers who were over 30 years old, who were direct HCWs (rather than managers), who had frequent access to clinical information, and who received their clinical information from training. Those who worked in infectious and tropical disease wards, who had frequent access to clinical information, and who received information from training were more likely to have a positive attitude towards hand hygiene than their counterparts. Conclusions: Although many Vietnamese HCWs displayed moderate knowledge and positive attitudes towards the WHO hand hygiene guidelines, a key gap remained. Regular education and training programs are needed to increase knowledge and to improve attitudes and practices towards hand hygiene. Furthermore, a combination of multimodal strategies and locally-adapted interventions is needed for sustainable hand hygiene adherence.

• Health Policy and Management
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• v.8 no.1
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• pp.52-96
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• 1998

To find causal factors and improvement plans of organizational commitment of public servants in urban health centers, a hypothetical causal model, which included 2 endogenous variables(organizational commitment & organizational satisfaction) and 15 exogenous variables, was constructed. Exogenous variables consisted of individual factors (sex, age, education, job-grade, and annual salary), psychological variables(pride for organization, extrinsic motivation, intrinsic motivation and support of supervisor) ad structural variables(formalization, centralization, communication, job-conflict, job-decision, and workload). In the hypothetical causal model, organizational commitment was supposed to be effect variable, and organizational satisfaction was presumed to be intervening variable to mediate between organizational commitment and exogenous variables. For data collection, cross-sectional self-administered questionnaire survey was conducted to 1,295 public servants from 32 urban health centers nationwide. The survey responses were from 934, 72.1% of subjects. But 756 responses(58.4%) were analyzed because of excluding ones with missing values. The hypothetical causal model was fitted by covariance structural analysis with maximum likelihood method. Main results were as follows: (1) The fitted causal model accounted for 33 and 55 percent of total variance of organizational commitment and organizational satisfaction of public servants, respectively. (2) In order of effect size, pride for organization, supervisor support, communication, extrinsic motivation and centralization had an indirect effect effect on organizational commitment through organizational satisfaction. However, the effect of centralization was negative. (3) Pride for organiztion, intrinsic motivation, organizational satisfaction, job-conflict, supervisor support, communication, age, centralization, annual salar and extrinsic motivation had indirect or direct effects on organizational commitment in order of effect size. Among them, effects of job-conflict and centraldization were negative. In conclusion, these results suggested that organizational commitment of public servants in urban health centers could be enhanced by pride for organization, intrinsic and extrinsic motivations, prevention of job-conflict and excess centralization, supervisor support and active communication. Especially, pride for organization and intrinsic motivation were expected to play the most important role.